Meet Jim Savoca, Vice President of Sales, AstroTurf
From The Sandlot to some of the world’s biggest stadiums, Jim’s is an AstroTurf story like no other.
Part I
With a career closing in on five decades, Jim Savoca is one of the most experienced and respected figures in the synthetic turf industry. He’s been with AstroTurf since 1979, playing a pivotal role in growing the market, shaping the brand, and mentoring generations of sales professionals. We sat down with Jim to learn how he got started, from his early days in Ohio and his college football career (the Ohio State Buckeyes football team), to joining Monsanto and selling AstroTurf when it was still considered a luxury item.
1987 Monsanto Master Salesman award book
Tell us a bit about your background, where you grew up, how you got started in sport and your early career?
I grew up in Solon, Ohio, and sport was just everything. We were like the kids in The Sandlot – baseball, football, basketball – we played all day, all summer, until someone’s mom called us in.
I had a good high school career and got recruited by a lot of schools. But Woody Hayes, the legendary Ohio State coach, came to our house and recruited my mom more than he recruited me. Once she gave the nod, it was done. I went to The Ohio State University, played five years of football, and was lucky enough to play alongside Archie Griffin, the only two-time Heisman Trophy winner.
We had great teams. I played in two Rose Bowls, a Sugar Bowl, Gator Bowl, and Orange Bowl. It was an incredible experience. After graduating in 1979, the job market was brutal. High inflation, few openings. I just started sending out resumes and one landed at Monsanto, which had just decided to expand its AstroTurf sales team.
Ohio State Buckeyes 1976 blocking # 57. Playing on Astroturf at Ohio Stadium
“I’m a sounding board and I talk to most of the reps regularly and help them navigate tough situations. After all these years, I’ve probably seen it before.”
What was it like joining AstroTurf in the early days?
At the time, Monsanto was doubling its national salesforce from five to 10 people. The entire North American market was maybe 30 fields, that was it. Compare that to today, where we’re talking about thousands.
We went through serious training. Monsanto was structured and forward-thinking – one of the five new hires was a woman, which was rare for the industry back then. She was the first of us to close a deal.
Back then, AstroTurf was expensive. You had asphalt, a foam pad, and then the turf. A field could cost over a million dollars, so only big districts or pro teams could afford it. It was still a luxury item. Our job was to expand the market by changing that perception. We started selling it on cost per use. If you used it heavily – gym class, band practice, events – it made a lot more sense.
What kind of sales tactics did you use to grow the market?
It was old-school. You’d get these massive binders full of demographic info and flip through to find schools with good budgets, big student populations, and strong athletics. Then you hit the road.
One of our taglines was: The more you use it, the more sense it makes. Another I liked was: No Mow, No Grow, No H₂O. The product back then wasn’t soft – it was harsh to fall on – but it was tough. You could beat the heck out of it, and it held up.
What are your standout memories from the early stadium installs?
We were in all the big ones: Riverfront, Three Rivers, Busch Stadium. These were multi-use venues for baseball and football. One field, two sports. You’d literally have the bases in the middle of the football field. Not ideal, but cost-effective.
Those jobs were exciting but high-pressure. We’d get the site after football playoffs in January and have to be ready for baseball Opening Day in April. Harsh winters, union labour, million-dollar contracts, and liquidated damages if you were late.
It was intense but incredibly rewarding when it came together. And honestly, some of the most meaningful installs were in small towns, in places like Jackson, Michigan, where the whole community came out just to watch the turf go in. Back then, it was a novelty. You could feel how much it meant.
What does your current role involve?
These days I’m not in the day-to-day sales grind. My role is focused on sales training and support. I’m a sounding board and I talk to most of the reps regularly and help them navigate tough situations. After all these years, I’ve probably seen it before.
I also run our national sales calls every two weeks. It’s a mix of updates, strategy, and pep talk, and it’s a good way to keep everyone aligned and sharp.
What’s been your guiding leadership philosophy?
Do the work. That’s number one.
Second, get in front of customers and show them you care - you’ve got to genuinely give a damn. You want to be the turf guy; the one people trust and recommend.
And lastly, never stop learning. This industry moves fast, and you’ve got to keep up.
What are the big trends in the market right now?
It’s a competitive space with big players and big money. Safety and lifecycle performance are definitely key, and sustainability is front and center. There’s growing demand for bio-based products, better shock absorption, and smarter end-of-life solutions. The pace of change is fast and constant.
What do you enjoy doing when you’re not working?
Golf, yard work, and catching up with old turf friends. A bunch of us ended up in Texas (I’ve been in Austin for 30 years now), so we cross paths often. No hang-gliding or anything extreme, just the basics. And of course, cheering on the Buckeyes.